Critical Reflection on Module Learning and Presentation Showcase

At the start of the trimester, I set two goals for myself in this module – 1) to overcome the fear of speaking in front of large crowds and, 2) to better understand the thoughts of others through the various lessons and theories. Personally, I feel that I would have achieved both the goals that I have set.

I was able to present a number of times in front of my peers in class, and once in front of the entire cohort without feeling too nervous and was able to finish the parts that I was presenting with confidence. This is an achievement that does not come easy due to the numerous practices sessions I have had with my team but I am glad to overcome this fear in this trimester. In addition, the models taught in this module (especially transactional model of communication) has allowed me to better understand the barriers that lead to communication breakdown and the things that one can do to facilitate communication and prevent them from happening.

Being given the opportunity to present at the presentation showcase has been an unforgettable experience. Although my team did not win the showcase, it has allowed me to gain a better feel and understanding to be presenting in front of large crowds – all while imitating a business firm working towards inclusivity among various groups of people, especially the People with Disabilities (PWD). Not only was I able to practice what I was taught, I was also able to apply what I have learned during my self-study sessions to ensure a smooth delivery during the showcase. Compared to my in-class presentations, I was given feedback on the speed of my presentation as well as the non-verbal movements that I was making which may be deemed distracting to some. Taking this into consideration, I practiced staying rooted and only moved at times required to provide an impression, all while slowing down on my speech. This has allowed me to deliver a better presentation during the showcase.  

Overall, I am glad that this module has given me the opportunity to know my peers better and the various working styles and methods that they may have. This will allow me to be more sensitive in my thoughts and actions in the future.

Thank you.

[FINAL] Service Excellence Problem - Cast Study Synopsis

Title: Enhancing the Service Provided to People With Disability during the Check-in Process

1.0 Introduction

While someone who is physically capable may find wheeling two suitcases cumbersome, imagine how a person with mobility impairment would feel when wheeling himself and his suitcases up a hotel lobby. Due to the rise in travel by People With Disabilities (PWD), this report aims to improve the Front Office (FO) service provided to PWDs in the hotel industry (Open Door Organisation, 2015).

1.1 Workplace Context

With the year-on-year increase in international tourist arrivals (United Nation World Tourism Organisation (UNWTO), 2018), PWDs make up a portion of the travel market. However, there remains many impediments and barriers of all kinds that may hinder their access to tourism services. This is supported by Darcy and Pegg (2011) who mentioned that in cases where PWDs cannot find a suitable accommodation to meet their access needs, they would change their destination choice or simply not travel.

The World Bank (2018) estimated that 15 percent of the world’s population experience some form of disability while UNWTO (2018) reported that in the upcoming years, disability would be an even greater concern due to ageing population. Even with the potential rise in PWDs, past researches have identified that the needs of PWD are not being met to the same magnitude as compared to the people without disabilities (e.g. Darcy, 2002; Tutuncu, 2017). Furthermore, Groschl (2007) concluded that the PWD market is often overlooked as an essential component of hotel operations. Thus, by honing employees with the knowledge to perform empathetic service, FO employees will be able to align their practices and services to the needs of PWDs.

1.2 Thematic Focus

As customer service is vital in the hotel industry, this report will focus on the check-in process and the services provided for people with mobility disability at the front desk.

2.0 Problem Identification

Being the first touchpoint in a hotel establishment, it is crucial for FO employees to create a lasting and positive impression for guests. However, it was observed that current practices and behaviours exuded by FO employees did not meet the needs of PWDs. This was suggested by Darcy and Pegg (2011) who mentioned that employees may be unsure on how to interact with PWDs due to the lack of experience in assisting them. These may come in the form of wrong terminologies used and insensitive actions of the employees.

Figure 1: Transactional Model of Communication

Additionally, this problem can be identified as a gap in the transactional model of communication where messages are encoded and decoded differently by the FO employees and PWDs. With reference to Figure 1, the “noise” depicted may come in the form of poor observation and listening skills. Ultimately, this may result in communication breakdown and poor service delivery.

Moreover, facilities used in the lobby such as high front desk counters are not specifically catered to PWDs (Tutuncu, 2017). As such, they may feel less valued during the check-in process.

3.0 Purpose of the study

The purpose of the study is to allow the Director of Rooms (DOR) to better understand the difficulties faced by PWDs. This will allow the DOR to implement changes and provide training for FO employees to improve on their service delivery standards.

4.0 Proposed Solutions

4.1 Training Programme

In order to resolve the problems identified as per aforementioned, a training programme will be developed to cover the aspects of service deliveries within various hotel departments. It will also be incorporated into the existing set of SOPs to ensure that FO employees are well-versed in assisting PWDs in a sensitive and proactive manner. Lasting over a period of four weeks, the L.O.V.E. model will be adopted to inculcate service excellence. The focal point for the first series is the FO function.

Firstly, “L” and “O” refer to “Listen” and “Observe”. FO employees must actively listen to the needs of PWDs and provide them with the required service. Additionally, they should also observe PWDs’ nonverbal cues to determine if they require additional assistance. These includes facial expression, body language, and tone of voice.

Secondly, “V” refers to “Value”. This aspect highlights the importance of FO employees providing priority service for PWDs when required. Furthermore, the choice of words used when conveying messages are extremely important; this may be identified as using the right terminologies such as “People with Disability” instead of “disabled” or “crippled”. In doing so, the check-in experience of PWDs will be enhanced.

Lastly, “E” refers to “Empathise”. Inaccurate nonverbal cues may come off as rude and insensitive to PWDs. Therefore, FO employees should be empathetic and understanding towards the challenges faced by PWDs. This will encourage them to go the extra mile in offering comfort. Hence, by practicing L.O.V.E. in all situations, the FO employees will be able to provide PWDs with an excellent and pleasant check-in experience.

4.2 Availability of Accessible Facilities

Besides the service provided by the employees, the availability of accessible facilities will also determine the satisfaction level of PWDs. As in-depth planning and strategic financial management are required to alter the infrastructure of a building, hotels may wish to incorporate the solution into its long-term development plan. This may include proper design and development of accessible facilities to accommodate to the needs of PWDs, thus enhancing their overall experience.

5.0 Benefits

Improving service delivery and accessibility for PWDs within hotels will reap numerous benefits. Firstly, creating an inclusive environment will allow them to feel acknowledged and valued. With their needs met, it will create a higher sense of belonging which may encourage them to travel more.

Next, catering to this group of travellers will also create a positive brand image and reputation for hotels. By providing accessible-friendly facilities, hotels will be able to differentiate themselves from their competitors. Apart from being the ideal choice for PWDs, it will also increase their recognition for good practices which may in-turn attract guests who are strong advocators of inclusivity (Kim, Stonesifer & Han, 2012).

Lastly, tapping on this lucrative market will eventually lead to an increase in economic benefits. It was reported by Open Doors Organisation (2015) that the PWDs travel market has a greater impact than ever on the industry. With an increase in PWDs travelling for business or pleasure, the amount of money spent by adults with disability also rose from $13.6 billion in 2002 to $17.3 billion in 2015. Additionally, it suggests that the economic impact of PWD is doubled to $34.6 billion as they would usually travel with one or more adults.

6.0 Data Collection

The data for this report were collected through both primary and secondary sources. Primary data were collected from three team members who have previously encountered similar situations in the FO. Their prior experience have helped to identify the problem faced by PWDs at check-in counters. To gain a deeper understanding, secondary data were collected from credible academic journals and online sources. These sources allowed the team to understand the importance of PWDs, the challenges faced by them and the various methods hotels can adopt to meet their needs.  

7.0 Conclusion

With the potential increase of PWDs, it is imperative for hotels to plan ahead and anticipate the needs of this market. While alterations to the facilities is part of the long-term goal, training programmes can be looked into to improve the hotel’s service deliveries. These training programmes will nurture FO employees to perform proper etiquette and quality service by having the right knowledge, attitude, and behaviour, ultimately improving PWDs’ check-in experience.

8.0 References

Darcy, S. (2002). Marginalised participation: Physical disability, high support needs and tourism. Journal of Hospitality Management, 9(1), 61-72

Darcy, S., & Pegg, S. (2011). Toward Strategic Intent: Perceptions of disability service provision amongst hotel accommodation managers. Journal of Hospitality Management, 30, 468-476.

Gröschl, S., 2007. An exploration of HR policies and practices affecting the integration of persons with disabilities in the hotel industry in major Canadian tourism destinations. International Journal of Hospitality Management, 26(3), 666-686

Kim, W.G., Stonesifer, H.W., & Han, J.S. (2012). Accommodating the needs of disabled hotel guests: Implications for guests and management. Journal of Hospitality Management, 31, 1311-1317.

Open Doors Organisation. (2015, July 31). Cision PR Newswire. Retrieved from Disability Travel Generates $17.3 Billion In Annual Spending: https://www.prnewswire.com/news-releases/disability-travel-generates-173-billion-in-annual-spending-300121930.html

The World Bank. (2019). Disability inclusion. Retrieved from The World Bank: https://www.worldbank.org/en/topic/disability

Tutuncu, O. (2017). Investigating the accessibility factors affecting hotel satisfaction of people with physical disabilities. Journal of Hospitality Management. 65. 29-36

United Nation World Tourism Organisation. (2018, August 27). UNWTO Highlights Confirm Another Record Year in 2017. Retrieved from UNWTO: http://www2.unwto.org/press-release/2018-08-27/unwto-highlights-confirm-another-record-year-2017

[DRAFT] Service Excellence Problem - Case Study Synopsis

1.0 Introduction 

While someone who is physically capable may find wheeling two suitcases cumbersome (Travel Stack Exchange, 2018), imagine how a person with mobility impairment would feel when wheeling himself and his suitcases up a hotel lobby. With the rise in travel by People With Disabilities (PWD), this report aims to improve the Front Office (FO) service provided to PWD in the hotel industry (Open Doors Organisation, 2013).

1.1 Workplace Context 

With the year-on-year increase in international tourist arrivals (World Tourism Organisation, 2018), PWDs make up a portion of the travel market. However, there remains many impediments and barriers of all kinds that may hinder their access to tourism services (Kim & Weng, 2015). This is supported by Darcy and Pegg (2011) who mentioned that in cases where PWDs cannot find a suitable accommodation to meet their access needs, they would change their destination choice or simply do not travel.

The World Bank (2018) estimated that 15 percent of the world’s population experience some form of disability while World Health Organisation (2011) reported that in the upcoming years, disability would be an even greater concern due to ageing population and global increase in chronic health diseases. Even with the potential rise in PWDs, past researches has identified that the needs of PWD are not being met to the same magnitude as compared to the people without disabilities (e.g. Darcy, 2002; Burnett & Bender-Baker, 2001). Furthermore, Groschl (2007) came to a conclusion that the PWD market is often overlooked as an essential component of hotel operations. Thus, by honing employees with the knowledge to perform empathetic service, FO employees will be able to better align their practices and services to the needs of the PWDs.

1.2 Thematic Focus 

As customer service is vital in the hotel industry, this report will focus on the check-in process and the services provided for people with mobility disability at the front desk.

2.0 Problem Identification 

Figure 1: Service Delivery Gaps Model

As the first touchpoint in a hotel establishment, it is crucial for Front Office (FO) employees to create a lasting and positive impression for guests. However, it is noted that current practices and behaviours exuded by FO employees did not meet the needs of PWDs. As suggested by Darcy and Pegg (2011), employees may be unsure on how to interact with PWDs due to the lack of experience in assisting them. Their lack of ability to deliver the required service standards is known as a Performance Gap (Gap 3) according to the Service Quality Gap Model as shown in Figure 1. These may come in the form of wrong terminologies used and insensitive actions of the employees. Moreover, facilities used in the lobby such as high front desk counters are not specifically catered to PWDs (Tutuncu, 2017). As such, they may feel less valued during the check-in process. Therefore, first impressions provided by FO employees will affect the overall guest satisfaction level and loyalty to the hotel.

3.0 Purpose of the study 

The purpose of the study is to allow the Director of Rooms (DOR) to better understand the difficulties faced by PWDs. This will allow the DOR to implement changes and provide training for FO employees to improve on their service delivery standards.

4.0 Proposed Solutions 

4.1 Training

Training programmes will be developed to improve the service provided by the FO staff for PWDs during the check-in process. It will also be incorporated into FO’s onboarding and training procedures.

4.1.1 Improve Communication Skills

This training will comprise both verbal and nonverbal communication skills that FO employees should acquire when interacting with PWDs. Verbal communication is defined as the usage of words to share information or convey a message. Unfortunately, many individuals address PWDs by the term "disabled" or "crippled" as they are unaware that the politically right terminology should be "People With Disability".

Contrastly, nonverbal communication is described as nonlinguistic behaviours that are intentionally or unintentionally encoded and decoded via many communication channels (Li, 2016). Therefore, it is crucial for FO employees to actively listen and observe nonverbal cues. These includes facial expression, body language, and tone of voice. Especially for PWDs, incorrect nonverbal cues may come off as rude and insensitive.

Therefore, in order to engage in an empathetic and effective conversation with PWDs, FO employees will be educated on the appropriate terminologies to be used, right tone of voice as well as the ability to read and understand body languages. These trainings will allow them to better cater to the needs of the PWDs, ultimately improving the service standards.

4.1.2 Standard Operating Procedures (SOP)

Despite having SOPs catered for PWDs, FO employees lack the knowledge of assisting them which has led to poor service delivery (Kim, Stonesifer & Han, 2012). Thus, this training will focus on reinforcing the existing set of SOPs to ensure that FO employees are well-versed in assisting PWDs in a sensitive and proactive manner. For instance, they will be able to promptly initiate priority check-ins for PWDs who require extra assistance. Instead of the usual check-in procedures where FO employees serve behind the counters, they can provide personalised service by having an alternative check-in process that will create a higher level of engagement with PWDs.

4.2 Availability of Accessible Facilities

Besides the service provided by the employees, the availability of accessible facilities will also determine PWDs’ level of satisfaction. However, as in-depth planning and strategic financial management are required to alter the infrastructure of a building, hotels may wish to incorporate the solution into its long term development plan. This may include proper design and development of accessible facilities to accommodate to the needs of PWDs, enhancing their overall experience.

5.0 Benefits 

Improving service delivery and accessibility for PWDs within hotels will reap numerous benefits. Firstly, creating an inclusive environment will allow them to feel acknowledged and valued. With their needs met, it will create a higher sense of belonging which may encourage them to travel more.

Catering to this group of travellers will also create a positive brand image and reputation for hotels. By providing accessible-friendly facilities, hotels will be able to differentiate themselves from their competitors. Apart from being the ideal choice for PWDs, it will also increase their recognition for good practices which may in-turn attract guests who are strong advocators of inclusivity (Kim, Stonesifer & Han, 2012).

Lastly, tapping on this lucrative market will eventually lead to an increase in economic benefits. It was reported by Open Doors Organisation (2015) that the PWDs travel market has a greater impact than ever on the industry. With an increase in PWDs travelling for business or pleasure, the amount of money spent by adults with disability also rose from $13.6 billion in 2002 to $17.3 billion in 2015. Additionally, it suggests that the economic impact of PWD is doubled to $34.6 billion as they would usually travel with one or more adults.

6.0 Data Collection 

The data for this report were collected through both primary and secondary sources. Primary data were collected from three team members who have previously encountered similar situations in the FO. Their prior experience have helped to identify the problem faced by PWDs at check-in counters. To gain a deeper understanding, secondary data were collected from credible academic journals and online sources. These sources provided the team with information and statistics on the importance of PWDs, the challenges faced by them and the various methods that hotels can adopt to meet their needs.

7.0 Conclusion 

With the potential increase of PWDs, it is imperative for hotels to plan ahead and anticipate the needs of this market. While alterations to the facilities is part of the long-term goal and may take years of planning before execution, training programme can be looked into to improve the service aspect of the hotel. These training programmes will ultimately nurture FO employees to perform proper etiquette and quality service by having the right knowledge, attitude, and behaviour, to improve PWDs’ check-in experience (United Spinal Association, n.d.). Ultimately, it is crucial for hotels to consider making improvements to their facilities to cater to PWDs in the near future in order to reap its benefits.

8.0 References

9.0 Appendices

Word count: 1,300 words

Critical Reflection on Skills on Wheels

The two modules that I have selected to complete were “Exchange Feedback” and “Present Effectively”. The rationale behind my choices was that I wanted to learn on the best method to appreciate the feedback provided to me and provide feedback that would be beneficial for the recipient. Additionally, learning how to present effectively is one goal that I have had mentioned to achieve at the end of this module.

In both sets of activities provided in the modules, I scored well in the iSimulation video and quizzes. The theories taught were useful as it equipped me with information, the acronyms used to remember them and how to use them effectively. Furthermore, this lesson is placed in line with the Service Excellence Project that I am currently working on as it encourages the use of acronyms to remember terms easily.

Through the “Exchange Feedback” module, I have learned that receiving feedback is a gift as it is beneficial to us, allowing us to be able to improve ourselves. The “SHARE” method used in giving feedback to others reminds me of the “Hamburger” approach that I have been taught and I believe this is one strong takeaway from this module. As for the “Present Effectively” module, appropriate words, emotions, and body languages were my best takeaway as it highlighted the importance and how we can better engage our audience.

The learning experience of Skills on Wheels was enjoyable as it made use of visual aids and images to stimulate my learning and reflections. In addition, using the mobile application version made it convenient for on-the-go learning. It was simple to use with clear directions on the tasks to complete and also remembered where I stopped so I could continue where I left off. Overall, it was a good experience.

Reflection on an Interpersonal Communication Problem - The Solution

Upon receiving feedback about the problem, I believe there are a few ways of looking at the situation to solve the problem.

Since Junior is new on the job, I should have guided him on the things to say to guests when rejecting them for the ride when teaching him his roles. In addition, reminding him that donning on the uniform of the park would be equivalent to representing the company will ensure that he controls his emotions instead of flaring up at the guest, who is annoyed at the situation and not the individual. Furthermore, I should have apologised to the guest and explained the situation instead of replying him curtly when he was going to lodge a complaint. This may have led to the issue being resolved instead of letting it escalate to higher management.

Another method would be to suggest to the guest that there are other rides available for the family to take with the toddler as we have their safety in mind. Guests would usually be more understanding of the situation when safety comes into consideration.

After all, we as service professionals want them to enjoy the park, and not leave with grudges or unhappiness.

200 words.

Reflection on an Interpersonal Communication Problem - The Problem

This was an incident that occurred during my internship in an amusement park back in 2014. In order to protect the interests of the guest, I will refer to him as “Guest” and my colleague as “Junior”.

Two boat rides are offered in this amusement park, however, one of them has strict requirements of height and health conditions due to the nature of the ride. I was tasked to train Junior on the job as it was his second day at work. 

In the afternoon, there was a commotion which involved Junior. It turned out that Guest had a toddler with him and was unable to board the ride, thus the unhappiness. As I tried to intervene, Guest shouted at me without giving me a chance to explain. Junior then engaged in a heated argument with Guest while I tried to pacify both parties as it was unprofessional of Junior as he was in uniform. Guest then demanded for both our names as he wanted to lodge a complaint against us. With my patience running thin, I replied him curtly before proceeding to serve other guests.

What could have been done better to prevent the situation from escalating?

198 words.

Final: Formal Email - Self-Introduction

To: Shirley Mary Alexander

From: Tay Qi Yun Jovin

Date: 28 January 2019

Subject: Self Introduction of Jovin Tay

Dear Ms. Shirley, 

My name is Jovin Tay and I am currently pursuing a degree in Hospitality Business with honours at Singapore Institute of Technology. Prior to my university education, I graduated with a diploma in Customer Relationship and Service Management at Republic Polytechnic. Coming from a related course of study, it allowed me to better understand if this was something I wanted to achieve at the end of my educational path. This was further elevated after completing my internship at Wildlife Reserves Singapore, River Safari.

Being in the hospitality industry for five years now has allowed me to be more sensitive when speaking to people – be it family, friends or to my guests when at work. After all, we are nothing but humans with feelings and no one should feel hurt from the words of others. I believe that this is one attribute that is important not just in my industry, but in every other industry too. However, one weakness of mine is that I am unable to speak in front of large crowds for a long period of time; I tend to forget my words or speak really fast. However, I believe that this is a journey that I am willing to take and change for the better.

Therefore, my goals for this module are to overcome this fear of mine, as well as to better understand the thoughts of others. I strongly feel that the lessons and theories in this module will allow me to achieve these goals, to demolish the barriers that will allow me to be able to excel in this industry. 

Thank you for making this module more interesting to learn, with the introduction of skits from our peers to allow us to understand the theories in this module.

Yours sincerely,

Tay Qi Yun Jovin

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